General Manager (Scrap Metal Trading)
# General Manager (Scrap Metal Trading) **Nextgen Metals Corp** · Valenzuela · `On-site` 🕒 **Статус:** *Опубликовано: 2 дня назад* · *Источник: Indeed* --- ### About the Role I. JOB SUMMARY The General Manager – Yard Operations is responsible for the overall management and performance of the company's scrap metal yards. The position serves as the CEO's management representative for daily yard operations, ensuring that Management's objectives, policies, standards, and instructions are translated into clear actions and measurable results. The General Manager oversees yard operations, inventory, product quality, processing, shipment execution, equipment, manpower, internal controls, cost efficiency, and continuous improvement across the company's yards. The role is highly operational and field-based. The General Manager is expected to identify problems directly at the yard, implement solutions, monitor results, and ensure that established standards are consistently followed. MANAGEMENT PRINCIPLE Instruction → Action Plan → Responsible Person → Deadline → Follow-up → Result II. KEY RESPONSIBILITIES 1. Overall Yard Operations Oversee the daily operations of both scrap metal yards. Direct and coordinate the Yard Managers and their respective teams. Monitor receiving, weighing, inspection, sorting, processing, baling, inventory, and container loading. Ensure manpower, equipment, materials, and yard space are properly utilized. Establish daily and weekly operational priorities. Monitor operational performance and immediately address major issues affecting production or shipment. 2. Product Quality & Standardization Implement and enforce company standards for: Material classification Product grading Impurities and attachments Sorting Processing Finished products Ensure consistent quality standards across both yards. Monitor the implementation of the sorting and quality verification system. Ensure weighing and quality verification are conducted only by designated and authorized personnel. Ensure required verification and signatures are properly completed. Prevent unverified data from being used for settlement or operational decisions. Investigate significant quality discrepancies and implement corrective actions. 3. Inventory Management & Control Establish and monitor regular physical inventory counting. Ensure: Physical Stock = ODOO Stock = Actual Material Location Investigate inventory discrepancies and ensure corrective actions are completed. Monitor inventory movement from receiving through processing, storage, and shipment. Identify slow-moving, long-aging, abnormal, or high-risk inventory. Ensure proper material identification, location, and traceability. Coordinate with Operations and Accounting regarding significant inventory discrepancies. 4. Processing & Shipment Execution Coordinate processing and production according to sales contracts and shipment requirements. Ensure materials are properly processed, baled, weighed, inspected, and prepared for shipment. Coordinate container loading based on approved shipment schedules. Monitor vessel and shipment deadlines together with the Logistics Team. Minimize delays caused by yard operations. Improve manpower, equipment, and yard-space utilization. Ensure finished products meet required specifications before shipment. 5. Equipment & Yard Management Oversee the proper operation and utilization of: Metal balers Material handlers Forklifts Truck scales Industrial scales Other major yard equipment Establish equipment operating and inspection standards. Ensure preventive maintenance and repair schedules are followed. Monitor equipment breakdowns, downtime, and availability. Ensure operators are properly assigned and accountable for equipment. Improve yard layout, material flow, storage areas, and truck access. Identify opportunities to reduce equipment downtime and operating costs. 6. People & Team Management Direct, coordinate, and evaluate Yard Managers and supervisors. Establish clear responsibilities and performance expectations. Monitor manpower productivity, attendance, discipline, and operational performance. Conduct regular operational meetings and performance reviews. Ensure employees understand and follow established SOPs and company standards. Develop capable supervisors and operational leaders. Address performance issues and recommend appropriate actions to Management/HR. 7. SOP & Process Implementation Ensure approved SOPs and operational standards are implemented at the yard. Identify gaps between written procedures and actual practices. Conduct regular on-site inspections and process reviews. Require corrective action when standards are not followed. Work with the Quality & Continuous Improvement Department to improve processes. Ensure improvements are implemented consistently across both yards. 8. ODOO & Operational Data Management Ensure ODOO records accurately reflect actual yard activities. Monitor receiving, inventory, processing, production, and outbound transactions. Compare system records with physical operations. Investigate discrepancies between ODOO, documents, and actual materials. Ensure operational information is accurate, complete, timely, and traceable. Promote data-driven operational decision-making. 9. Internal Controls & Accountability Enforce controls relating to receiving, weighing, classification, sorting, inventory, processing, and shipment. Ensure required approvals, verification, documentation, and signatures are completed. Identify operational risks and control weaknesses. Prevent unauthorized or unsupported transactions. Investigate significant discrepancies and recommend corrective actions. Maintain accountability throughout the operational process. 10. Cost & Operational Efficiency Monitor operational cost and productivity. Identify unnecessary costs, waste, delays, and resource inefficiencies. Monitor processing cost per ton. equipment, and space utilization. Develop practical initiatives to reduce cost without compromising quality, safety, or shipment requirements. 11. Safety & Compliance Ensure yard operations comply with company safety standards. Coordinate with the Safety Officer regarding unsafe conditions, incidents, and corrective actions. Ensure employees properly use required PPE and follow safe operating procedures. Monitor housekeeping, equipment safety, traffic flow, and working conditions. Immediately escalate serious safety risks or incidents to Management. 12. Problem Solving & Continuous Improvement Identify recurring operational problems. Conduct root-cause analysis. Develop corrective and preventive actions. Assign responsible persons and deadlines. Monitor implementation until completion. Verify whether corrective actions actually solved the problem. Implement successful improvements across both yards when applicable. 13. Management Reporting Provide the CEO with regular and accurate reports covering: Yard operational performance Inventory status and discrepancies Product quality Processing performance Shipment readiness Equipment condition and downtime Manpower productivity Operational costs Safety concerns SOP compliance Corrective actions Major operational risks Improvement initiatives III. KEY PERFORMANCE INDICATORS KPI Weight Inventory Accuracy & Control 20% Sorting & Product Quality Accuracy 15% Shipment Plan & Container Loading Completion 15% Processing Productivity & Efficiency 10% Processing Cost per Ton 10% Equipment Availability & Downtime Management 10% SOP & Process Compliance 5% Safety Performance 5% Corrective Action Completion & Effectiveness 5% Manpower Productivity & Team Performance 5% TOTAL 100% IV. KPI PERFORMANCE GUIDELINES 1. Inventory Accuracy & Control – 20% Measures the accuracy of physical inventory against ODOO records and actual material locations, including timely resolution of discrepancies. 2. Sorting & Product Quality Accuracy – 15% Measures consistency of classification, grading, sorting, processing, and finished-product quality against company and customer standards. 3. Shipment Plan Completion – 15% Measures the ability of the yards to prepare and load containers according to approved shipment schedules and requirements. 4. Processing Productivity – 10% Measures output, throughput, manpower utilization, processing efficiency, and reduction of operational delays. 5. Processing Cost per Ton – 10% Measures the ability to control operational and processing costs relative to volume handled. 6. Equipment Availability – 10% Measures equipment uptime, preventive maintenance compliance, breakdown response, and reduction of unnecessary downtime. 7. SOP Compliance – 5% Measures actual compliance with approved operational procedures and standards. 8. Safety Performance – 5% Measures compliance with safety requirements, timely correction of unsafe conditions, and reduction of preventable incidents. 9. Corrective Action – 5% Measures whether identified problems are properly addressed, completed on time, and verified for effectiveness. 10. Manpower Productivity – 5% Measures team productivity, manpower utilization, attendance, accountability, and achievement of operational targets. V. AUTHORITY Within the scope of daily yard operations, the General Manager is authorized by the CEO to: Direct and coordinate both Yard Managers and their teams. Establish daily and weekly operational priorities. Inspect yard operations and require corrective actions. Require compliance with approved SOPs and company standards. Coordinate manpower, equipment, and operational resources. Require investigation and resolution of operational discrepancies. Stop or escalate an operation when there is a significant quality, safety, inventory, or control concern. Recommend changes to processes, manpower, equipment, and operational systems. The following remain subject to CEO approval unless specifically delegated: Major capital expenditures Major equipment purchases Major personnel decisions Major changes in commercial policies Financing decisions Significant supplier/customer commitments Major organizational changes Other matters outside the approved authority of the General Manager VI. QUALIFICATIONS Bachelor's degree in Business Administration, Operations Management, Industrial Engineering, Supply Chain Management, or related field. Minimum 5 years of relevant management experience. Experience in scrap metal, recycling, manufacturing, warehousing, logistics, metal processing, or similar operations preferred. Experience managing multiple yards, warehouses, plants, or operational sites is strongly preferred. Proven experience managing supervisors and frontline employees. Strong knowledge of inventory control, production/processing, equipment management, and operational efficiency. Experience with ODOO or other ERP systems is an advantage. Strong analytical, problem-solving, and decision-making skills. Ability to develop and implement SOPs. Strong follow-up and execution skills. Good English communication and report-writing skills. Willing to work regularly across the company's two yards. VII. CORE COMPETENCIES Execution Ability to turn Management instructions into clear actions, assignments, deadlines, and measurable results. On-Site Management Ability to identify and resolve operational problems directly at the yard. Data & Internal Control Ability to reconcile physical inventory, ODOO records, processing records, and shipment information. Quality & Process Management Ability to establish standards and ensure actual implementation. Leadership & Accountability Ability to manage Yard Managers, supervisors, and frontline employees toward measurable results. Problem Solving & Continuous Improvement Ability to identify root causes and implement sustainable solutions. Integrity & Discipline Ability to consistently enforce company controls relating to weighing, sorting, quality verification, inventory, and settlement without compromising established standards. VIII. MANAGEMENT EXPECTATION The General Manager is expected to move the company's yard operations: From experience-based management → Standardized management From people-dependent operations → Process-driven operations From verbal instructions → Documented SOPs and controls From inconsistent records → Accurate ODOO and operational data From reactive problem-solving → Preventive and continuous improvement From individual yard practices → Consistent standards across both yards The success of the position will ultimately be measured by how effectively the two yards operate as controlled, standardized, productive, and accountable business units, rather than by the volume of reports or documents produced. Benefits: On-site parking Promotion to permanent employee Work Location: In person
Наблюдалась 2026-09-20, впервые 2026-09-19, источник — Indeed.